DOCSLIB.ORG

Health Education England's Written Evidence for 2021/22 March 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Health Education England's Written Evidence for 2021/22 March 2021 NHS Pay Review Body Health Education England’s written evidence for 2021/22 March 2021 (LEAVE BLANK) March 2021 Page 2 of 15 1. Introduction 1.1. Health Education England (HEE) welcomes the opportunity to submit evidence to The NHS Pay Review Body (NHS PRB) as part of its national process of gathering evidence from interested parties to inform the recommendations for 2021/22. 1.2. HEE’s evidence provides an update on our key areas of responsibility, namely medical trainee recruitment and our range of initiatives to drive reform in postgraduate medical education. We have also included information on the impact of COVID-19 and the resultant and associated financial challenges. 1.3. Our evidence has been provided in the light of the broad strategy outlined in the NHS Long Term Plan and We are the NHS: People Plan for 2020/21. 2. Health Education England 2.1. HEE was created by the NHS reforms of 2012 which abolished Strategic Health Authorities (SHAs) and Primary Care Trusts (PCTs). The functions of these organisations were given to new bodies including the NHS Commissioning Board, Clinical Commissioning Groups, The Trust Development Authority, and to HEE. HEE was originally created as a Special Health Authority in 2013 and was formalised by the Care Act 2014 as a statutory Arm’s Length Body of the Department of Health and Social Care. 2.2. HEE is the NHS body that works with others to plan, educate and train the health workforce. To deliver this purpose, HEE: • seeks out, invests in and quality assures the best education and training for trainees, new roles and current professionals; intervening where quality, environment or supply are not meeting the needs of learners or the NHS; • ensures new evidence-based science, digital technology, skills and knowledge enhance both individual staff and multi-professional teams; • co-operates and collaborates with partners across health and education, respecting each other’s roles, expertise and responsibilities. HEE brings workforce data, intelligence and analysis, policy proposals, practical transformation and development tools and resources, both financial and people, to shared issues. March 2021 Page 3 of 15 2.3. HEE has identified its core roles as: • Workforce design and analysis • Medical and Dental education • Clinical education and training • Quality of education and training • Workforce transformation and skills development • Developing global partnerships 2.4. While HEE will continue to deliver its statutory responsibilities to secure sufficient and high quality education and training for the NHS workforce, HEE recognises the importance of working collaboratively with the Department of Health and Social Care (DHSC), NHS England / Improvement (NHSE/I), and other health system stakeholders to tackle the issues facing the NHS and its workforce as a whole. This view is shared by HEE’s partners, who are committed to working together using the different levers each has available. 2.5. Similarly, there is mutual agreement that there must be better alignment of service, workforce, and financial planning at a national, regional, and local levels - in particular to support the delivery of the NHS Long Term Plan published in January 2019 and the People Plan for 2020/21 published in July 2020. 2.6. To reinforce the desire to work more collaboratively, HEE worked with NHSE/I to ensure HEE’s mandate for 2020/21 aligned with national service plans, before it was finalised and published by the Department. The same process is underway for the HEE mandate 2021/22. HEE and NHSE/I have also agreed a reciprocal arrangement where one Board member from each organisation will sit as an Associate Non-Executive Director on the Board of the other. March 2021 Page 4 of 15 3. Service transformation, integration and productivity Clarity on where the lead responsibility for workforce planning sits under new models of care and what actions might be taken at national, regional and local level. 3.1. While staff supply, through training, retention and recruitment from elsewhere, is the most immediate issue facing the NHS, skill mix and workforce transformation through continuing professional development (CPD) are also key issues for HEE to address. We are responsible for future workforce supply and are exploring all available routes (new graduates, staff returning to practice and staff joining from elsewhere, either overseas or non-NHS sectors) to better match supply and demand. 3.2. A continued focus on the current workforce, supporting initiatives such as better retention, return to practice after time out of the workforce and workforce transformation can also make a difference to the frontline quickly and effectively. This will require increased flexibility as local Sustainability and Transformation Partnerships (STPs) evolve into Integrated Care Systems (ICSs) and develop new models of care in accordance with population need in their area. As a result, roles and places of work will evolve in line with changes to clinical practice and the shape of healthcare. HEE will agree principles that inform our developing relationship with ICSs in delivering recovery and developing resilience through our operating model in what is anticipated to be the transition year to ICSs becoming statutory bodies (ref: Working together to improve health and social care for all) 3.3. To coincide with the start of the 2021/22 financial year HEE will began sharing statements that show the financial support it provides for education and training, and the corresponding activity delivered by providers, within each of the 42 ICS/STP geographic footprints. The aim of this activity is to: • Increase transparency in educational funding flows; enabling ICS-level strategic discussions on HEE’s investment including its alignment to ICS clinical strategy delivery and long-term service sustainability. • Inform the development of an Education and Training Plan for each ICS. • Enable, through the production of an ICS Education and Training Plan, engagement with HEE on the future investment of educational funds to support the right educational capacity and thus prioritise delivery. March 2021 Page 5 of 15 • Highlight any inequity of activity which will be underpinned by HEE’s funding strategy and policy, including medical redistribution. • Alongside the production of HEE’s Annual Funding Guide, standardising and providing clarity of payment rates. 3.4. This will become an annual publication process. The statements will initially focus on two funding pots; future workforce and workforce development funding. 3.5. Through the Covid-19 pandemic Workforce Planning and Intelligence played a significant role in the response to COVID-19, applying available data and analytics in ‘real-time’, developing a range of tools aimed at supporting front-line services during the early stages of the pandemic. Critical care staffing models, combining clinical expertise with analytical know-how enabled assessment of beds and staff required, and consideration of working patterns and skill mix. These tools, constructed extremely rapidly, informed strategy and delivery plans. Analysis of data from HEEs Trainee Information System (TIS) and the NHS Electronic Staff Record (ESR) enabled identification of staff with ‘airways ‘management’ competences, quantification of the depth of that competence, and intelligence on how recently these skills had been deployed. Other tools drew on ESR data to identify latent ‘surge capacity’. Workforce Planning and Intelligence worked nationally and locally with education providers and NHS trusts to support the design and rapid delivery of a bespoke system to enable students to be deployed into the workforce and to extend placements at the height of the first wave. Latterly the tools have been repurposed to track the disruption this caused to training pathways, supporting remediation processes and enabling assessment of the impact remediation will have on the supply of new registrants in future. Growth in the primary and community care, under multi-disciplinary teams, on attracting AfC staff from the acute sector. 3.6. By the end of 2020/21, HEE will support the expansion of multidisciplinary teams in primary care, through the full roll out of primary care training hubs, to make sure there are enough people and leaders to create multidisciplinary teams that can respond to local population need. 3.7. We work collaboratively with NHS England and Improvement, the Royal College of GPs and the British Medical Association GPs committee on specific commitments to tackle workforce issues, including the government’s commitment to deliver 50 million more appointments, 6,000 doctors and 26,000 more staff into general practice - alongside a range of other proposals. March 2021 Page 6 of 15 4. Workforce strategies Facing the Facts, Shaping the Future 4.1. HEE’s previous submission to the NHS PRB set out the findings and recommendations of Facing the Facts, Shaping the Future; a whole national system consultation document, produced by HEE with content from NHS England, NHS Improvement, Public Health England, the Care Quality Commission, National Institute for Clinical Excellence and the Department of Health. 4.2. The draft strategy looked at the challenges faced by the health and care system, charting the growth in the NHS workforce over the previous five years while also setting out the critical workforce challenges that will be faced over the next decade The NHS needs radical action to improve working conditions, boost training and retention and become a ‘model employer’ for staff. 4.3. Facing the Facts, Shaping the Future was published in December 2017. We Are the NHS: People Plan 2020/21 4.4. To ensure the NHS has the workforce it needs to deliver the service ambitions for patients set out in the Long-Term Plan, HEE and NHSE/I worked together to lead the development of the NHS People Plan, with a continued focus on: • make the NHS the best place to work, improving staff experience and retention. • improve the leadership culture, with an emphasis on compassionate, inclusive and collaborative leadership behaviours.
Load more

Recommended publications
  • Reporting and Rating NHS Trusts' Use of Resources
    Summary of consultation responses: Reporting and rating of NHS trusts’ use of resources March 2018 Contents 1. Introduction and overview ................................................................................... 3 2. Key themes of the consultation .......................................................................... 7 2.1 Introduction ........................................................................................................ 7 2.2 A transparent and streamlined approach to working together ........................... 8 What you said ....................................................................................................... 8 What we will do .................................................................................................... 9 2.3 A clear approach to displaying and communicating the new assessments and ratings .................................................................................................................... 11 What you said ..................................................................................................... 11 What we will do .................................................................................................. 12 2.4 Fair, proportionate and consistent rules for combining the Use of Resources rating with CQC’s existing quality ratings ............................................................... 13 What you said ..................................................................................................... 13 What we will do .................................................................................................
    [Show full text]
  • Clinical Negligence Cases in the English NHS: Uncertainty in Evidence As a Driver of Settlement Costs and Societal Outcomes
    Health Economics, Policy and Law (2021), page 1 of 16 doi:10.1017/S1744133121000177 ARTICLE Clinical negligence cases in the English NHS: uncertainty in evidence as a driver of settlement costs and societal outcomes Alexander W. Carter1* , Elias Mossialos1,2 , Julian Redhead3 and Vassilios Papalois3,4 1Department of Health Policy, London School of Economics & Political Science, London, UK, 2Institute of Global Health Innovation, Imperial College London, London, UK, 3Imperial College Healthcare NHS Trust, London, UK and 4Department of Surgery & Cancer, Faculty of Medicine, Imperial College London, London, UK *Corresponding author. Email: [email protected] (Received 1 May 2020; revised 15 March 2021; accepted 17 March 2021) Abstract The cost of clinical negligence claims continues to rise, despite efforts to reduce this now ageing burden to the National Health Service (NHS) in England. From a welfarist perspective, reforms are needed to reduce avoidable harm to patients and to settle claims fairly for both claimants and society. Uncertainty in the estimation of quanta of damages, better known as financial settlements, is an important yet poorly char- acterised driver of societal outcomes. This reflects wider limitations to evidence informing clinical negli- gence policy, which has been discussed in recent literature. There is an acute need for practicable, evidence-based solutions that address clinical negligence issues, and these should complement long-stand- ing efforts to improve patient safety. Using 15 claim cases from one NHS Trust between 2004 and 2016, the quality of evidence informing claims was appraised using methods from evidence-based medicine. Most of the evidence informing clinical negligence claims was found to be the lowest quality possible (expert opinion).
    [Show full text]
  • Oversight of NHS-Controlled Providers: Guidance February 2018
    Oversight of NHS-controlled providers: guidance February 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents 1. Summary ................................................................................... 2 2. Our oversight of NHS-controlled providers ................................ 3 Annex A: NHS-controlled provider licence conditions .................... 7 1 | > Contents 1. Summary The NHS provider licence is a key part of NHS Improvement’s regulatory and oversight system (in this document, references to NHS Improvement are to Monitor and the NHS Trust Development Authority, TDA). Following the Health and Social Care Act 2012 (the Act), Monitor consulted on the first set of provider licence conditions for NHS foundation trusts and independent providers in 2013 and started issuing licences to foundation trusts in April 2013. Independent providers have been required to hold a licence since April 2014. Although NHS trusts are not legally required to hold a licence, in practice NHS Improvement applies the key conditions of the licence to NHS trusts, in line with the principles of the Single Oversight Framework (SOF) for NHS trusts and foundation trusts (collectively referred to as NHS providers). Following consultation between 13 September and 12 October 2017, we are extending our oversight of NHS-controlled providers, as outlined in section 2. 2 | > Oversight of NHS-controlled providers: our policy position 2. Our oversight of NHS- controlled providers 2.1 Why oversee NHS-controlled providers? NHS foundation trusts’ principal purpose is to provide goods and services for the purposes of the NHS in England. They are not-for-profit, public benefit corporations created to devolve decision-making from central government to local organisations and communities.
    [Show full text]
  • Developing a Patient Safety Strategy for the NHS Proposals for Consultation
    Developing a patient safety strategy for the NHS Proposals for consultation December 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents The purpose of this consultation ..................................................... 2 Background ..................................................................................... 3 What is patient safety? .......................................................................................... 3 Who are the national patient safety team? ............................................................ 3 Where are we now? .............................................................................................. 4 Our challenges ...................................................................................................... 5 Our proposed aims and principles .................................................. 7 A just culture .......................................................................................................... 7 Openness and transparency ................................................................................. 8 Continuous improvement ...................................................................................... 8 What we are proposing ................................................................. 10 Context ................................................................................................................ 10 Insight .................................................................................................................
    [Show full text]
  • HEE Business Plan 2019/20
    Health Education England Health Education England Business Plan 2019/20 Developing people for health and healthcare www.hee.nhs.uk Contents Foreword .....................................................................................................................4 Introduction .................................................................................................................6 Section 1 - HEE Strategic Goals and Core Responsibilities .......................................7 Section 2 - HEE Action Plan 2019/20 ........................................................................12 Section 3 - Financial Requirements ..........................................................................24 Section 4 - Strategic Context ....................................................................................26 Section 5 - About HEE ...............................................................................................27 Section 6 - Enablers of Change ................................................................................32 Section 7 - Strategies and Subsidiary Plans ............................................................34 Section 8 - Information Strategy .............................................................................36 Section 9 - Performance Reporting ..........................................................................37 Section 10 - Contact Information .............................................................................40 3 Foreword Foreword from our Chairman and Going
    [Show full text]
  • Agency Staff in the NHS
    This is a repository copy of Agency staff in the NHS. White Rose Research Online URL for this paper: https://eprints.whiterose.ac.uk/150202/ Book Section: Grasic, Katja (2016) Agency staff in the NHS. In: Curtis, Lesley and Burns, Amanda, (eds.) Unit Costs of Health and Social Care 2016. Personal Social Services Research Unit, University of Kent at Canterbury , p. 7. Reuse Items deposited in White Rose Research Online are protected by copyright, with all rights reserved unless indicated otherwise. They may be downloaded and/or printed for private study, or other acts as permitted by national copyright laws. The publisher or other rights holders may allow further reproduction and re-use of the full text version. This is indicated by the licence information on the White Rose Research Online record for the item. Takedown If you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing [email protected] including the URL of the record and the reason for the withdrawal request. [email protected] https://eprints.whiterose.ac.uk/ Unit Costs of Health and Social Care 2016 7 Agency staff in the NHS Katja Grasic Introduction The quality of care and safety of patients in NHS hospitals depend on having an adequate number of skilled healthcare professionals. Growing shortages of qualified clinical and non-clinical staff have led to increasing reliance on agency staff to resolve staffing shortfalls and ensure safe staffing numbers. This has engendered a rapid growth in agency expenditure, and contributed to deficits in hospital budgets (King’s Fund, 2015a).
    [Show full text]
  • Health Education England Annual Report and Accounts 2020-21
    Annual Report and Accounts 2020-21 Health Education England (Executive Non-Departmental Public Body) www.hee.nhs.uk We work with partners to plan, recruit, educate and train the health workforce. HC 266 Health Education England (Executive Non-Departmental Public Body) Annual Report and Accounts 2020-21 Presented to Parliament pursuant to Paragraph 26 (4) of Schedule 5 of the Care Act 2014 Ordered by the House of Commons to be printed on 15 July 2021 HC 266 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us via www.hee.nhs.uk ISBN 978-1-5286-2444-2 CCS0221001382 06/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office About Health Education England Health Education England exists for one reason only: our vision is to help improve the quality of life and health and care services for the people of England by ensuring the workforce of today and tomorrow has the right skills, values and behaviours, in the right numbers, at the right time and in the right place. Our purpose as part of the NHS, is We serve … to work with partners to plan, recruit, educate and train the health workforce.
    [Show full text]
  • NHS England and NHS Improvement Is the Umbrella Body That Oversees Healthcare
    “No society can legitimately call itself civilised if a sick person is denied medical aid because of lack of means” 1962 hospital 1990 internal 2012 Lansley 2019 long plan market reforms term plan NHS is 1974 health 2000 NHS 2014 5-year born authorities plan forward view • Medicines & Healthcare products • NHS Blood and Transplant Regulatory Agency • NHS Business Services Authority • Public Health England • NHS Resolution • NHS Counter Fraud Authority Commissioners Central Support and Improvement Regulators • NHS England/NHS Improvement • National Institute of Health and Care Excellence • Care Quality Commission • Health Education England • NHS England/NHS Improvement • NHS Digital • Human Fertilisation and Embryology Authority • Human Tissue Authority • Health Research Authority ▪ The Department for Health and Social Care is the government department responsible for funding and coming up with policies to do with healthcare in the UK. ▪ NHS England and NHS Improvement is the umbrella body that oversees healthcare. It is an independent body, which means that the Department for Health cannot interfere directly with its decisions. ▪ Clinical Commissioning Groups (CCGs) are responsible for commissioning healthcare for their local area. They are run by GPs, nurses and consultants who assess local health needs and commission the services to meet them. They are in charge of around 60% of the NHS budget. ▪ NHS Foundation Trusts and NHS Trusts provide the care that the CCGs commission. They include hospital, ambulance, mental health, social care
    [Show full text]
  • Dear Dido I Am Writing to You to Confirm NHS Improvement's Current Objectives and the Schedule of Meetings Through Which You W
    Philip Dunne MP Minister of State for Health Richmond House 79 Whitehall London SW1A 2NS Baroness Dido Harding Tel: 020 7210 4850 Chair, NHS Improvement Wellington House 133-155 Waterloo Road London, SE1 8UG 21 December 2017 Dear Dido I am writing to you to confirm NHS Improvement’s current objectives and the schedule of meetings through which you will be held to account for delivery. NHS Improvement’s objectives from now until 2020 are aligned with the health sector’s Shared De- livery Plan which outlines the Government’s priorities for health and care services. In delivering these objectives NHS Improvement is expected to continue to take a health-economy wide approach to ensuring clinically and financially sustainable health services which improve overall health outcomes and reduce health inequalities. NHS Improvement will also need to estab- lish and foster close and effective working relationships with NHS England, Health Education Eng- land (HEE), other national NHS bodies, and with the provider sector in order to drive improvements throughout the sector. Key to NHS Improvement’s success will be its delivery of a balanced NHS budget whilst driving improvements in the efficient use of resources and increasing productivity in NHS providers. To achieve this, the support provided by NHS Improvement to the provider sector must continue to be tailored to the needs of the sector and to the very specific, differing needs of the organisations that it comprises. We will continue to hold you to account through a series of formal meetings. At mid-year and end- of-year Ministerial accountability meetings will be held.
    [Show full text]
  • Information Governance Operating Model 2020-2022
    INFORMATION GOVERNANCE OPERATING MODEL 2020 - 2022 Corporate Information Governance, NHS England and NHS Improvement Information Governance Policy Team, NHSX NHS England and NHS Improvement Enabling a lawful and ethical culture for the use of information to deliver and improve our high-quality patient care Contents 1. Executive summary ......................................................................................................................................... 3 2. Introduction ....................................................................................................................................................... 4 3. IG responsibility scope .................................................................................................................................. 5 4. Joint working .................................................................................................................................................. 10 5. Corporate IG team ......................................................................................................................................... 11 6. IG Policy team (NHSX) .................................................................................................................................. 19 7. Governance framework ................................................................................................................................ 22 Appendix A – Corporate IG structure ..............................................................................................................
    [Show full text]
  • Achieving a Digital NHS Lessons for National Policy from the Acute Sector
    Research report May 2019 Achieving a digital NHS Lessons for national policy from the acute sector Sophie Castle-Clarke and Rachel Hutchings Acknowledgements We are grateful to everyone at the trusts we visited who participated in our interviews and focus groups and supported the organisation of our visits. We are also grateful to all of the individuals who participated in the scoping conversations and the policy workshop. Special thanks to the reviewers who provided comments on an earlier draft including Helen Buckingham (Director of Strategy and Operations, Nuffield Trust), Nigel Edwards (Chief Executive Officer, Nuffield Trust), Harry Evans (Researcher, The King’s Fund), John Farenden (Senior Programme Lead, Local Health and Care Record Programme, NHS England), Iain Fletcher (Senior Programme Lead for Blueprinting, Global Digital Exemplar Programme, NHS England), Lorraine Foley (Chief Executive, Professional Record Standards Body), James Freed (Chief Information Officer, Health Education England), Dr Charles Gutteridge (Chief Clinical Information Officer, Barts Health NHS Trust), Dr Sarah Scobie (Deputy Director of Research) and Ann Slee (Associate Chief Clinical Information Officer (Medicines) and e-prescribing lead, NHS England). With particular thanks to Rob Parker (Associate Chief Information Officer, NHS England) for his continued support and assistance with the project. Finally, we are grateful for the small contribution NHS England made to the funding of this project. Find out more online at: www.nuffieldtrust.org.uk/research Contents Foreword 2 Summary 3 Introduction 9 1 The role of national policy in achieving a digital health system 13 2 Configuring a digital workforce 31 3 Working with digital suppliers 49 4 Making use of data across the system 56 5 Funding and sustainability 65 6 Reflecting on the Global Digital Exemplar and Fast Follower programme 74 7 Concluding thoughts 86 Glossary 89 References 94 Achieving a digital NHS 1 1 2 3 4 5 6 7 Foreword Digitising the NHS has been an important goal of national policy for many years.
    [Show full text]
  • The Structure of the NHS in England
    BRIEFING PAPER Number CBP 07206, 2 June 2020 The structure of the NHS By Thomas Powell in England Inside: 1. Background to NHS reform 2. Commissioning and regulation of health services 3. Access to treatment 4. Education and training 5. Public health services 6. Local authority scrutiny and Health and Wellbeing Boards 7. Safety of care 8. Competition and non-NHS providers 9. Technology and data 10. Integration of health and social care services 11. Health services in Scotland, Wales and Northern Ireland 12. Further information www.parliament.uk/commons-library | intranet.parliament.uk/commons-library | [email protected] | @commonslibrary Number CBP 07206, 2 June 2020 2 Contents Summary 3 1. Background to NHS reform 5 1.1 The Health and Social Care Act 2012 5 1.2 From the Five Year Forward View (2014) to the Long Term Plan (2019) 5 1.3 Funding and performance 10 2. Commissioning and regulation of health services 14 2.1 Clinical Commissioning Groups 14 2.2 NHS England 15 2.3 NHS Improvement 17 2.4 Shared NHS England and NHS Improvement leadership 18 2.5 NHS providers 18 2.6 The Care Quality Commission 19 2.7 NHS accountability to Government, Parliament and the public 20 2.8 Regulation of health and care professionals 22 3. Access to treatment 25 3.1 The NHS Constitution 25 3.2 NICE 26 3.3 Cost-effectiveness and drug pricing 28 3.4 Accelerated and early access to medicines 29 4. Education and training 31 5. Public health services 33 5.1 Public health and local government 33 5.2 Public Health England and directly commissioned services 33 5.3 Recent developments in public health policy 34 6.
    [Show full text]